Workshop 23 - Slide 1/2
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The document discusses projects in four European countries that addressed employment for older workers. The projects had different approaches but common themes of age management, assessment, career planning and training. They produced guides on good practices. Results included initiatives benefitting small businesses in Austria, 20% employment and innovation teams in Germany, job coaches in Poland, and support for over 200 UK individuals and 47 businesses. It recommends a holistic framework for older unemployed/workers.
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![Prime Advantage & Age Alliance Presentation of Activity 4 VERY DIFFERENT COUNTRIES CAME TOGETHER AUSTRIA – Low unemployment early exit from labour market (EAST) GERMANY – High unemployment, rural location POLAND – Highest EU unemployment, youth migration UK – Low general unemployment, structural decline (Impetus for national & transnational alliance) ,[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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KM Chicago (February, 2010)
http://kmchicago.blogspot.com/2010/01/practicing-communities-of-practice-with.html
Regional actions for older workers in the Veneto region
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Age Management interventions in SME (and Public Organisations) in the Baltic ...
The document summarizes an EU-funded project that implemented age management interventions in small- and medium-sized enterprises (SMEs) and public organizations in the Baltic Sea region. The project partnered with 12 organizations across the region to demonstrate practical age management approaches and analyze their costs and benefits. Two example interventions are described: implementing various measures like knowledge transfer and healthcare at a company in Germany, and adjusting HR policies and career talks at a university in Lithuania. The evaluation found changed attitudes towards older workers but short timeframes limited effectiveness and cost-benefit analyses. Success factors included combining holistic and quick measures, and support from external advisors, internal mentors, and top management.
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leadership, coaching, vodjstvo, uspeh, mentor, srbija , ljudki resursi, koučing, diploma, doživotno učenje, razvoj, poslovno liderstvo, koucing srbija
Compettevnes through Leadesrhip Development Slavka Draskovic
Razvoj liderskih sposobnosti, znanja i vestina i kulture LLL je kljuc razvoja kompanije i uspeha pojedinca. Konkuretntnost se ostvaruje kroz razvoj kadrova, a uspeh pojedinaca i kompanija zavisi od razvoja liderstva. Objanjen je i znacaj ucenja tokom citavog zivota (LLL-Long Life Learning) kao i neke od najboljih tehnika razvoja liderstva uz uvod u novu granu razvoja:poslovno vodjstvo -business&executive coaching
TalentCorp’s Role in Addressing National Talent Needs
TalentCorp is a Malaysian government agency established in 2011 to attract, retain, and develop talent to support Malaysia's economic growth. It has three strategic thrusts: 1) optimizing Malaysian talent through education and training programs, 2) attracting global talent through programs for foreign workers and expatriates, and 3) building networks among top talent through industry partnerships. TalentCorp implements initiatives such as internship programs, scholarships, and skills certification. It also maintains a Critical Occupations List to identify in-demand jobs and supports women's participation in the workforce through advocacy, capacity building, and talent solutions programs.
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Business Bridge Seminar Report 18th November 2013
This document summarizes a seminar presenting interim results from a randomized controlled trial evaluating the impact of Business Bridge's entrepreneurship training program in Cape Town, South Africa. The trial involved screening over 10,000 entrepreneurs, selecting 1,080 to participate based on growth potential, randomly assigning them to treatment (receiving either sales or finance training) or control groups, and collecting baseline and midline data. Interim results found high participant satisfaction, increased implementation of business practices among the treatment groups, and improvements in sales (25%) and profits (150-294%) for the treatment groups relative to the control group. The results provide promising evidence that business skills training can improve microenterprise performance.
Presentatie Defensie 2006 EVC
The document discusses combining learning and working through lifelong learning initiatives in the Netherlands. It provides an example of how Rockwool, a company with 1200 employees, implemented validation of prior learning (VPL) to help employees gain qualifications and advance their careers. Through VPL and tailored education programs developed with a local education institution, Rockwool saw benefits like increased employee motivation, efficiency savings, and reduced education costs. The document also outlines national goals to increase adult education rates and discusses interdepartmental efforts between 2007-2009 to support regional partnerships and address barriers to learning and skills development for both employed and unemployed individuals.
DWP supplier event 23 May 2014 National Employer Service Team Sunita Singal a...
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The document discusses efforts by companies like Accenture, Marks and Spencer, and others to address youth unemployment in the UK. It describes Accenture's Skills to Succeed Academy, which provides online training to develop employability skills for young people. Marks and Spencer outlines its three-part approach including a program with The Prince's Trust giving young people work placements and engaging suppliers. It also discusses the Movement to Work initiative where companies pledge to provide 4-6 week training placements for unemployed youth equivalent to 2% of their workforce and engage suppliers to multiply the impact. The goal is to create 100,000 placements for unemployed youth by June 2015 to help develop skills and lead to jobs.Sandrine RATH, Emmanuel BECK: To develop a sustainable relationship in the pa...
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BUSINESS PLAN.pptx
Beaumont Leys is a suburb in Western Leicester with a population of 16, 480 as at the 2011 census.
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This document discusses knowledge management (KM) strategies and practices in public sector organizations in Europe. It covers KM frameworks and initiatives in the European Union, UK government, UK National Health Service, and BBC. The document emphasizes that effective KM involves capturing, sharing, and applying knowledge to innovate and improve operations. Case studies show how organizations implemented KM programs through activities like knowledge assessments, communities, expertise directories, and measuring improvements.
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Making Apprenticeships Work_Full report_web version pdf
Making Apprenticeships Work_Full report_web version pdf
Practicing Communities of Practice with Ernst & Young
Practicing Communities of Practice with Ernst & Young
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Regional actions for older workers in the Veneto region
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Age Management interventions in SME (and Public Organisations) in the Baltic ...
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Compettevnes through Leadesrhip Development Slavka Draskovic
Compettevnes through Leadesrhip Development Slavka Draskovic
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Blue Ocean Strategy For Entrepreneurship Promotion Dr Dhameja
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RESAP model: Regional Human Resources Development Strategies for Innovation, ...
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Targeted Initiative for Older Workers (TIOW): Best Practices in Local Employm...
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Age inclusive workforces: the business case and putting it into practice
Ron young 2 5 nov km in public sector chuncheon ro korea
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Workplaces In Change 3 - Slide 2/3
The document describes phases of a research project that aims to develop an assistance system to support age-differentiated work design and employee assignment. Phase 1 involves cross-sectional studies to identify design measures needed to adequately assign current employees regarding performance and strain. Phases 2-3 involve longitudinal studies to identify proactive design measures for an aging workforce and measures for specific workers to prevent disorders or strain. Tool I was developed and validated to assess physical demands and abilities, and initial studies found little dependence between age and disorders but correlations between workload and disorders.
Workshop 08
This document outlines the development of a mentoring software system to help companies and employees adjust to technological changes. The system includes four integrated modules for recruitment, education, mentoring, and administration. It was created through transnational cooperation and collaborative learning to support a knowledge-based society. The document requests feedback on making the system's application broader or more narrow in scope.
Workshop 10
The document discusses age policies and strategies for maintaining employee performance at work in hospitals. It notes the aging workforce and need to attract and retain employees. Key points discussed include implementing an age-conscious personnel management policy, managing employees of all ages with common tools while also considering the specific needs of young and older workers, building skills throughout one's career, and using tools like training, evaluation, and surveys to engage and develop employees of all ages.
Workshop 24
The document discusses the work of Frauenstiftung, located in southern Upper Austria. Frauenstiftung aims to promote gender equality and empower women aged 45+ in the regional social economy. It offers counseling, training programs, and works with regional partners. One of its projects involved two training courses for 30 women aged 45+, focusing on skills development, health, learning, and unleashing creativity to change perceptions of aging. The courses helped participants reflect on their skills and dreams to gain new perspectives and self-images for better aging and work.
Workshop 26
The document discusses elderly plans and generation management in small and medium enterprises (SMEs). It describes a project called "experience has future" that supported 15 SMEs in Vienna. The project helped companies analyze their situation, initiate measures to support all three generations of employees, and develop sustainability at work for elderly employees. The consulting approach involved information, sensitization, analysis, conception, implementation, and evaluation. Key topics addressed included organizational culture, lifelong learning, knowledge management, and age-adjusted jobs.
Workshop 27
The document discusses a project called "Advancing Women's Employability" which aims to help women aged 50+ improve their employment prospects. The project includes pathfinder and accelerator programmes made up of sessions on topics like career skills, business startups, health, and technology. It shares the story of a participant who gained confidence, went to college, and did volunteer work after completing the project. Lessons learned highlighted that the programme was well-received but also identified issues around personal planning, caring commitments, health, and supporting women beyond the project.
Workshop 28
This document summarizes a project conducted in Upper Normandy, France from 2002-2005 aimed at developing strategies for integrating and orienting senior workers at the regional level. The project was led by OPCAREG Haute-Normandie, a non-profit organization that manages training budgets for companies. The goals of the project were to make use of senior workers' experience, facilitate job changes or adaptations for seniors, and keep them in the labor market longer. Over the course of the project, 19 knowledge transfer schemes were realized by pairing seniors with juniors. The document outlines a 12-step recipe for successful knowledge transfer based on lessons learned from partnerships with various companies.
Workshop 02
1. Health promotion programs are important for unemployed individuals, especially those aged 50 and older, to help preserve employability and quality of life. However, such programs are currently underdeveloped.
2. Long-term unemployed individuals aged 50-60 who participated in qualification programs that included psychosocial counseling achieved higher reemployment rates compared to those using standard support.
3. Community-based health promotion programs that help build social support networks can significantly improve unemployed individuals' psychological well-being and reduce health risks.
Workplaces In Change 1 - Slide 1/4
The document summarizes the outcomes of Vattenfall's "Energetic Ageing" program aimed at retaining older workers and facilitating knowledge transfer. Key findings include:
1) Interviews found that the Senior Resource Pool and mentoring components of the program were well-received, helping seniors feel valued and develop new skills.
2) Participation in educational seminars increased interest among seniors in working past retirement age and facilitated intergenerational knowledge sharing.
3) Statistical analyses showed the program was associated with lower sick leave rates for older workers and increased average retirement ages across the company.
Workplaces In Change 1 - Slide 2/4
The document summarizes a study that evaluated Sweden's 80-90-100 policy which allows employees aged 58 and over to reduce their working hours to 80% of normal hours while receiving 90% of their salary and 100% of retirement contributions. The study interviewed employees and managers who participated in the policy to understand their perceptions. The results showed that the policy increased leisure time for employees and allowed some to continue working despite health issues. Managers found the policy increased productivity. However, implementing the policy in all roles was difficult. Overall, participants were satisfied with the policy and saw it as extending their working lives.
Learning And Qualifications 2 - Slide 1/3
The document discusses a knowledge transfer process competency model called Nova.PE for small and medium sized enterprises. The model involves a standardized process from start to end using a "knowledge tree" to transfer intergenerative knowledge. The date is July 18, 2007 and it involves Christian Riese from the Ruhr-University of Bochum.
Learning And Qualifications 2 - Slide 2/3
The document discusses skills transfer and lifelong learning for older workers. It notes that older workers' skills can become obsolete but focusing on skills transfer is more proactive than focusing on age. While much is known about why lifelong learning is important for older workers, less progress has been made on how to implement it. Workplaces are key to success but training institutions also need new approaches to support skills transfer. The participation of older workers, especially those over 55, in education and training remains lower than other age groups.
Learning And Qualifications 2 - Slide 3/3
Skills transfer methodology involves acquiring and maintaining skills through experience-accelerated training. It aims to help companies address risks from losing critical skills held by employees, such as due to retirement. To implement skills transfer, companies first identify critical skills and who possesses them through experience. They then choose a person to transfer skills and a target person to receive them. Effective transfer requires the two to work together solving problems, not just one demonstrating or the other observing. Skills transfer follows six steps including identifying opportunities and critical skills, training transferring and target persons, implementing the transfer process, and documenting lessons learned.
Learning And Qualifications 3 - Slide 1/4
The document discusses a qualification scheme called AQUA for middle-aged women in Germany. The project aims to empower women through lifelong learning and gaining a formal qualification. It provides support for self-directed learning groups and helps participants share experiences to overcome obstacles. The learning process involves understanding one's learning style, time management, making theory practical, and gaining appreciation from colleagues. It also discusses the roles and support needed from line managers for the women participating.
Learning And Qualifications 3 - Slide 2/4
The Portuguese Ministry of Labour and Social Solidarity recognizes the importance of certification programs in boosting qualifications and promoting active aging. Portugal's Recognition, Validation and Certification of Skills system aims to increase qualification levels of both young and adult populations through vocational training and professional certification. Over 250,000 adults have participated in the program at 268 New Opportunities Centers, with nearly 100,000 adults already certified. The certification program has had direct impacts such as improved self-esteem and indirect impacts on employability and continued participation in the workforce.
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选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Workshop 23 - Slide 1/2
- 1. Prime Advantage & Age Alliance Presentation of Activity THE LISBON STRATEGY FOR GROWTH AND JOBS AIMS, TOGETHER WITH THE GOTHENBURG AGREEMENT TO CREATE A CLEANER, FAIRER AND MORE PROSPEROUS EUROPE. THIS WILL MEAN IMPLEMENTING NEW POLICIES AS WELL AS CHANGING OUR BEHAVIOUR AND ATTITUDES. ONE AREA IN WHICH EUROPE NEEDS TO ACT TOGETHER TO HELP ACHIEVE THESE OBJECTIVES IS THAT OF AGE AND EMPLOYMENT
- 3. Prime Advantage & Age Alliance Presentation of Activity 4 DIFFERENT APPROACHES AUSTRIA – Training in SME’s (make position more secure) GERMANY – Assessment, job brokering (LT unemployed) POLAND – Job coaching (45+ at risk of unemployment) UK – Mix of approaches (45+ employed or unemployed) 4 MAJOR COMMON THEMES AGE MANAGEMENT ASSESSMENT CAREER PLANNING and MANAGEMENT TRAINING Result: 4 Good Practice Guides based on experience
- 5. Prime Advantage & Age Alliance Presentation of Activity DETAILED UK BACKGROUND 19,000 in-commute 50,000 out-commute (41%) top SE travel-to-work ave. 32,800 economically inactive GVA/cap = 67% UK GVA/cap = 78% EU25 growth ‹SE average low wages/land values low value employment low numbers of large companies poor connectivity scarce employment land poor image major skills deficits Thames Gateway Area Key Issues
- 13. Prime Advantage & Age Alliance Presentation of Activity Thank you for your kind attention For more information contact: Irene Heller European Project Officer, Medway Council, Visitor Information Centre, 95 High Street, Rochester, Kent. ME1 1LX +441634 338104 or email +441634 817704
Editor's Notes
- Major Factors why Prime Advantage & Age Alliance were developed was to address issues faced in our own countries as well as those raised in the Lisbon and Gothenburg agendas.